The Fit

do before entering the airport. Then the non-aeronautical business can become a part of the new digital additions The New Travel Value Chain brings, as seen in figure 14.

CPH Airport tries to optimize the experience for their segments by using the travel value chain (CPH Airport Annual Report 2016, 2017, p. 20). The management of CPH Airport states: “...CPH’s business model focuses on making the airport as well run, efficient and attractive as possible for customers, thereby creating the greatest possible value for society, business partners, employees and owners.” (ibid.). That is the way they are trying to execute their business model, in coherence with the travel value chain. The focus in this thesis is on the passengers/travellers as a customer group for CPH Airport. Within that customer group, the focus of trying to find a Fit will be on the identified customer segment amongst travellers we have identified.

The next paragraph will examine how CPH Airport’s value proposition and the identified customer segment’s desires can match each other, and achieve what Alexander Osterwalder calls a Fit.

The traveller’s independence

CPH Airport has a focus on being a digitized airport. The digitalization of the airport and its automation processes creates a Fit between the company’s products/services and the independence and automation that the relevant segment seeks. With many of the services being digitized, the segment gets a possibility to feel more in control of the travel situation. They feel more independent by not having to ask any staff members for directions and do not have to do things manually. However, the Fit is perhaps more clear in the

aeronautical business than in the non-aeronautical business.

The aeronautical business of CPH Airport is highly digitalized, where every aeronautical part of the travel chain is executed through digital platforms. Luggage handling service is almost fully automated, and the aeronautical supply chain, from even before the traveller entering the airport to take-off is nearly completely digitalized. The same is not the scenario for the non-aeronautical business. There are still parts of the

shopping experience that have to be done manually, for instance product delivery and selection. CPH Airport are trying to move in the digital shopping direction, with initiatives such as CPH Advantage and its

e-commerce offerings. Better differentiation and customization in the approach to the relevant segment, can be a way to achieve a Fit to the digitized and more automated shopping experience the segment are longing for.

The traveller’s perception of quality

The relevant customer segment experiences a miss match between price and quality in the shopping area of Copenhagen Airport. They seem to go after the brands and products they know, as they find safety and comfort in them. Purchasing from big brands is a way to better ensure what quality to expect, which is relevant when fearing a lack between price and quality. For instance the no-name breakfast buffet seems not to be a desired place for the segment to eat, due to the experienced lack between price and quality. The segment does not want to stress about wondering what they are buying, but are instead looking for something they know. An influence of that decision strategy can be their travel pattern, where the travel many times a year and not necessarily experience the airport as a part of the journey.

The travellers time “buffer”

Even though the relevant customer segment prioritizes getting quickly to the gate, they still find it beneficial to have some time on their hands while at the airport. They do not want to stress through it, and seek to have a time “buffer”. With sufficient time, it can become a less stressful experience of going through place.

Especially within accessibility and infrastructure, is CPH Airport creating gains and relievers for the relevant segment’s pain of feeling stressed while being at the airport.

CPH Airport has centralized most of the offerings that an airport is expected to have. Due to its size and focus on interior design, it is easy to navigate through the airport, so the traveller does not feel stressed.

There are easily accessible information stands throughout the airport, and good signage of navigation. The customer segment does not need a high degree of help to navigate through the airport and the services it

The possibility for the single traveller to identify his or her own lifestyle through the mix of brands at the airport creates a possibility for the relevant customer to see something recognizable. Then focus can be taken away from the stress factors associated with the airport. The less stressed the travellers are, the more willing will they be to go around and shop in the airport.

The active traveller

The relevant customer segment wants to be active while at the airport. Even if they do not see the airport as a part of the journey, they still want to have something to do during their time “buffer”. It is a job the relevant segment wants to be done. They see it as a pain if they have to wait.

CPH Airport can alleviate the pain with different kinds of “entertainment”. The traveller can go shopping at the shopping center, or grab a cup of coffee and some quick service food at one of its cafes. Those services can keep the traveller occupied, and not feel uncomfortable in just waiting for the time to pass. It is a gain for the relevant segment to having something to do in their desired time buffer. The gains are that they achieve is having the time to go to the shops and cafes they want to go to, and get the products they want.

The restaurant brands operating at CPH Airport, such as the steakhouse MASH, are targeting the mid to high-level spender. They do not cater for the relevant segment’s needs as much as the more affordable shops and cafes do. Being at an expensive restaurant at the airport is a way to show status, and that you having the luxury of having time to wait for a cooked meal. The restaurants brands are seeking the same type of traveller that buys high-end clothing and jewellery at the airport. For the relevant customer segment, their price sensitivity makes those brands unattractive for them.

Figure 29 - The Fit between the customer segment and the non-aeronautical business (own creation)

The next paragraph will turn the focus to which internal strengths and weaknesses CPH Airport has to meet the relevant customer segment. After that, a conclusion of the analysis will be presented in a SWOT matrix.